Abayomi Olubiyi, Author at SCILS MANAGEMENT CENTRE

Scrum is regarded as the Agile product development framework’s beating heart. Scrum was developed as a simple but effective approach for product development teams to adopt in order to produce high-quality products quickly. This approach combines incremental and iterative procedures to get around problems that are frequently present with conventional approaches, such as the Waterfall technique.

Pillars of Scrum

To create the optimal product, the Scrum theory focuses on observation and experimentation. This is made possible by process control, which is based on transparency, inspection, and adaptability. The Three Pillars refer to these three empirical process controls.

Scrum’s first pillar is transparency. This pillar is predicated on the notion that developers want process transparency in order to make decisions. By having a clear vocabulary about what is happening throughout the process, the team will be more likely to comprehend what they are doing. The Product Backlog, Task Boards or Burndown Charts, Daily Scrums, Sprint Reviews, Definition of Done, and Retrospective are all ways that Scrum promotes transparency. You can see that the transparency pillar is evident at several points during the Scrum process. This is an important advantage since it shows the team members who are responsible for the project that they are valued for their work in achieving the goal.

The second pillar of Scrum is inspection. Constant inspection is used to produce better results while preventing difficulties in the product development process. Additionally, Scrum users must make sure that they examine the final product and the artefacts during a Sprint. Customers’ reviews can also be a process of inspection in which developers look over the customers’ open and sincere input to make adjustments. Typically, during the Scrum Artefacts process, inspections take happen. Towards the end of a goal, the team typically inspects the product to look for any problems or differences. The deliverables are examined and customer and stakeholder input is gathered on the Scrum board, which also serves as the foundation for the inspection. Furthermore, the inspection could also be based on the Product Backlog and approval granted by the Product Owner.

The third and last pillar of the Scrum methodology is adaptation. Teams should be willing to swiftly adapt to the new demands when a turning point in the product development process occurs. Applying the third pillar of the Scrum process incorrectly results in failure to adapt to the changes. In the context of Agile, the agile approach includes adaptation. The teams must always look for ways to adapt and improve by altering what isn’t working for what will. During the Daily Scrum, a project’s adaptive phases start. The Scrum Team must conduct small tests to determine what is not functioning, then fix the problems during meetings. The Scrum Team will solicit input on the product during the Sprint Review phase in order to include the requested features into the final release. Additionally, the team will talk about internal issues and fresh concepts during the Sprint Retrospective process in order to prepare for a new strategy that adds more value to the product.

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Let’s start with an illustration of how tough business analysis work maybe when you don’t know where to start. Business analysts might begin their careers in a variety of ways. In the past, it was not uncommon for young software engineers to migrate into the business side of a company, when their boss summoned them into their office and said, “We are short-staffed, and I need you to find out what the users need this new software application to perform,” The inexperienced business analyst needed to figure out who to talk to, what questions to ask, how to ask them, and how to document what they learned in a way that made sense to the development team and the company.

In this case, completing the fundamental business analysis tasks took far longer than it appeared to. These unprepared rookie business analysts had a hard time figuring out where to begin. There was no system in place to lead them, and no one to direct them in the correct way. They found themselves wishing to return to their desks and continue programming. Fortunately, business analysts no longer have to feel this way. Standards, books, websites, blogs, and a plethora of experienced individuals are all available to advise and guide business analysts in completing their tasks correctly.

Business analysis is the glue that holds successful companies together. It’s a unique discipline that focuses on recognizing company requirements, issues, and opportunities, as well as for deciding the best ways to handle them. Systems development, process improvement, organizational transformation, or a mix of the three may be the emphasis of the projects and initiatives that arise. Strategic, tactical, and operational aspects of a company are all touched by business analysis. Business analysts work on all areas of an organization’s enterprise architecture, stakeholder demands, business processes, software, and hardware across the project and product life cycles.

The BABOK® (Business Analysis Book of Knowledge) Guide from the international institute of business analysis (IIBA) focuses on developing the foundational skills needed to be a successful business analyst on today’s projects and initiatives. Business analysis, according to the BABOK® Guide, is “the activity of enabling change in an organization by defining needs and offering solutions that provide value to stakeholders.” Simply said, a business analyst is someone who does these business analysis tasks.

When it comes to business analysis in an organization, it’s important to understand how the company sees its analysts. First and foremost, what is a business analyst’s role? Second, what is the intended working relationship between the project manager and the business analyst? Third, who are the stakeholders with whom the business analyst will be dealing as the project progresses?

What is Business Analysis? Read More »

It is often helpful for project managers to rely on existing frameworks and techniques when embarking on a new project. These frameworks are known as project management methodologies. A methodology is a set of tools and techniques that a project manager can use to begin to plan, design, and execute a project. While there are dozens of different methodologies project managers can choose from, there are three main approaches that can be effective across project types and industries: the Waterfall Methodology, the Agile Methodology, and a Hybrid Approach that combines principles of the aforementioned two methodologies.

THE WATERFALL METHODOLOGY

This is considered the most traditional approach to project management. Those who utilize the Waterfall method start by developing a clearly defined scope, schedule, and cost for the project, and then execute based on that scope. This approach aims to ensure all expectations set during the planning phase are met in a timely and effective manner. This method allows project managers to approach their work in a very linear, controlled way, and it is often utilized within the construction industry.

THE AGILE METHODOLOGY

The Agile approach, which falls within the greater Scrum Methodology, allows for maximum flexibility during a project’s execution. In many cases, a project manager works to define the scope of the project while the project development is already underway. To accomplish this high level of flexibility and change, project managers that utilize the Agile approach must establish an open dialogue with stakeholders and internal teams. They often also work on projects in iterative rounds—known as sprints— while guiding the project closer to a final conclusion. This project management methodology is popular among software developers who often begin projects without knowing exactly what their final product might look like.

A HYBRID APPROACH

Project managers [often] want to try to apply one methodology to all projects, but that doesn’t really work. Instead, using a hybrid approach and combining the relevant features of different methodologies when necessary to fit the needs of a specific scope of work. You want to have the necessary understanding of the different methodologies available in project management so that you can apply [the different aspects of each] to different project needs.

Project Management Methodologies Read More »

A Scrum project involves a collaborative effort to create a new product, service, or other result as defined in the Project Vision Statement. Projects are impacted by constraints of time, cost, scope, quality, resources, organizational capabilities, and other limitations that make them difficult to plan, execute, manage, and ultimately succeed. However, successful implementation of the results of a finished project provides significant business benefits to an organization. It is therefore important for organizations to select and practice an appropriate project management approach.

Scrum is one of the most popular Agile methods. It is an adaptive, iterative, fast, flexible, and effective framework designed to deliver significant value quickly and throughout a project. Scrum ensures transparency in communication and creates an environment of collective accountability and continuous progress. The Scrum framework is structured in such a way that it supports product and service development in all types of industries and in any type of project, irrespective of its complexity.

A key strength of Scrum lies in its use of cross functional, self organized, and empowered teams who divide their work into short, concentrated work cycles called Sprints.

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The Scrum cycle begins with a Stakeholder Meeting, during which the Project Vision is created. The Product Owner then develops a Prioritized Product Backlog which contains a prioritized list of business and project requirements written in form of User Stories. Each Sprint begins with a Sprint Planning Meeting during which high priority User Stories are considered for inclusion in the Sprint. A Sprint generally lasts between one and six weeks and involves the Scrum Team working to create potentially shippable Deliverables or product increments. During the Sprint, short, highly focused Daily Standup Meetings are conducted whereby team members discuss daily progress. Towards the end of the Sprint, a Sprint Review Meeting is held during which the Product Owner and relevant stakeholders are provided a demonstration of the Deliverables. The Product Owner accepts the Deliverables only if they meet the predefined Acceptance Criteria. The Sprint cycle ends with a Retrospective Sprint Meeting where the team discusses ways to improve processes and performance as they move forward into the subsequent Sprint.

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“Process improvement” means making things better, not just fighting fires or managing crises. It means setting aside the customary practice of blaming people for problems or failures. It is a way of looking at how we can do our work better. When we take a problem-solving approach or simply try to fix what’s broken, we may never discover or understand the root cause of the difficulty. Murphy’s Law comes into play and our efforts to “fix” things may actually make things worse. However, when we engage in true process improvement, we seek to learn what causes things to happen in a process and to use this knowledge to reduce variation, remove activities that contribute no value to the product or service produced, and improve customer satisfaction. A team examines all of the factors affecting the process: the materials used in the process, the methods and machines used to transform the materials into a product or service, and the people who perform the work.

Everyone has a stake in one or more processes. Groups of individuals usually share in—and “own”—the activities which make up a process. But the one individual who is ultimately responsible and accountable for the proper working of the process is known as the “process owner.” The process owner is the immediate supervisor or leader who has control over the entire process from beginning to end. A process owner may choose to be a team leader and participate directly in the actions of a process improvement team. Or, the process owner may decide to delegate the team leadership role to another person who is knowledgeable about the process. Whatever the case, it is very important for the process owner to stay informed about the team’s actions and decisions affecting the process.

How does process improvement benefit the organization?

A standardized process improvement methodology allows us to look at how we perform work. When all of the major players are involved in process improvement, they can collectively focus on eliminating waste—of money, people, materials, time, and opportunities. The ideal outcome is that jobs can be done cheaper, quicker, easier, and—most importantly—safer. A teamwork approach is intrinsic to organization success. Using total quality tools and methods reinforces teamwork. Using team members’ collective knowledge, experiences, and efforts is a powerful approach to improving processes. Through teamwork, the whole becomes greater than the sum of its parts.

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How does an organization get started on process improvement?

An essential first step in getting started on process improvement is for the senior leader to make it a command priority. The importance of process improvement must be communicated from the top. Leaders need to foster an organizational environment in which a process improvement mentality can thrive and people are using quality-related tools and techniques on a regular basis. For the organization to reach this state, leaders must ensure that everyone receives the training that will enable them to carry out their process improvement efforts effectively. Instilling a process improvement mentality in an organization can be difficult because it requires some different ways of thinking most organizations are already accustomed to. Process improvement requires everyone to become a “fire preventer,” rather than a “firefighter.” The focus is on improving a process over the long term, not just patching up procedures and work routines as problems occur. To get started on process improvement, leaders who have been fighting fires need to set aside the CO2 bottle and start thinking in these terms:

What process should we select for improvement?
What resources are required for the improvement effort?
Who are the right people to improve the selected process?
What’s the best way to learn about the process?
How do we go about improving the process?
How can we institutionalize the improved process?

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What is Process Improvement? Read More »

In recent years, organizations have come to understand the critical importance of projects to drive business results, which has led to the widespread acceptance of the profession of project management and the emergence in its own right of the profession of business analysis. These developments have prompted project sponsors, team leads, and team members to consider how these two professions fit into the project framework. Unclear roles and responsibilities, confusion over job titles, and differing organizational expectations for project management and business analysis roles can create confusion and conflict that contributes to less successful project outcomes. For project managers, there may be a perception that business analysts are collecting requirements without effective coordination. There is a fear of being left “out of the loop” and that the business analyst may create unrealistic expectations among project stakeholders regarding project commitments. For business analysts, there may be a perception that project managers do not understand the breadth and complexity of defining, analyzing, and managing requirements and are unwilling to fully investigate and address stakeholder needs.

While the focus of the project manager is on the scope of the project, the focus of the business analyst is on the scope of the product, which is the solution to be delivered by the project. When projects and programs allocate the roles of project manager and business analyst, success often depends on how well these individuals collaborate. Both serve in critical leadership roles in projects and programs. Each must work together to build successful outcomes and relationships because business analysis activities are indeed focused on projects and programs. In fact, 83% of the work in highly mature organizations is in support of projects and programs.

For many organizations, effective business analysis is not an integral part of their project work. That contributes to projects not delivering the intended value. However, driven by the rise in project complexity, we see that business analysis is becoming a key competency to project success. When business analysis is properly accounted for and executed on projects and programs, high-quality requirements are produced; stakeholders are more engaged; the solution delivers intended value; and projects are more likely to be delivered on time, within scope, and within budget.

Organizations can utilize business analysis to positively affect projects and programs in order to realize stated objectives and achieve expected results. Simply assigning resources to perform business analysis activities is not enough. Business analysis is a foundational competency that enables successful outcomes in project, program, and portfolio management. While the project may deliver the solution on time and on budget, there is a high probability the solution will not address the business need or deliver the intended value when business analysis is not embraced.

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When senior management values business analysis, it sets a precedence. Project teams may champion and support business analysis, but support at the tactical level is not enough. When senior managers truly understand the untapped potential that a highly mature business analysis practice can provide their organization, process changes can be made that ensure business analysis is incorporated into activities inside and outside of the project life cycle.

To achieve repeatable project success, Matthew W. Leach, Senior Director, Business Analysis Practice at NTT Data, Inc. feels organizations need to focus their attention on making business analysis efforts and outcomes consistent and predictable. “Improving business analysis maturity accomplishes this goal,” he said.

Business analysis connects an organization’s strategy and objectives with tactics and execution, ensuring business value is realized from the solutions delivered during program and project execution,” added NTT’s Mr. Leach.

Organizational strategies are achieved through the successful completion of projects and programs, and
business analysis ensures this success. Business analysis guides the organization toward solving the right problem
or pursuing the right opportunity. It ensures the best solution is pursued through proper analysis. Mature organizations are also achieving higher success rates from their projects and programs by ensuring the development of business cases. Business analysis activities involve developing a business case to:

Communicate the rationale for funding a project or program
Present the viable options for addressing the business need
Emphasize the value the organization seeks from the investment

The business case is a tool that drives the product team and key stakeholders to have discussions about these factors and, ultimately, to communicate the decisions to be made. The process to develop a business case is an important opportunity for the strategic resources—including portfolio and program managers—to collaborate with the business analyst to work through the definition of the business need and viable options.

In conclusion, successful projects require a high level of collaboration between both the project, program, or portfolio manager and business analyst. Risks are minimized and project and product success rates improve when these critical roles are aligned and operate in partnership. When this alignment is missing, project performance, customer satisfaction, team morale, and the end product will be adversely impacted.

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It is critical to note that agile is not a methodology, but an approach that can utilize a variety of methodologies. Agile uses organizational models based on people, collaboration, and shared values. The Agile Manifesto outlines the primary tenets of the agile philosophy. It uses rolling wave planning, iterative and incremental delivery, rapid and flexible response to change, and open communication between teams, stakeholders, and customers. Examples of agile methodologies include SCRUM, XP. Lean, and Test-Driven Development (TDD).

A Brief History of Agile

The frustrations of applying sequential project management methods to software development resulted in the emergence of Agile. A group of leading software developers met in Snowbird, Utah, the USA in 2001 to discuss their challenges. They ultimately created the Agile Manifesto. What the software industry needed was greater agility– new methods that allowed for changes without significantly impacting cost and production schedules.

By dividing production into small components (called iterations) that could be simply and rapidly developed and tested, modifications could be made without having to wait for the end product. Now agile methods are utilized in a variety of industries beyond software development, such as telecommunications, aerospace, and construction , as well as being blended with more traditional, linear project management approaches.

The value of agile principles and practices

Organizations who use agile principles and practices have documented the value they see from the philosophy and techniques:

Adaptive to changing business needs, giving the organization more influence over adding, changing, or removing requirements
Early and continuous customer feedback improves communication and empowers business owners who can receive and review critical information necessary to make decisions to steer the project throughout the development process.
Early measurable return on investment.
High visibility and influence over the project progress leading to early indications of problems.
Incremental delivery rather than a single complete delivery at the end of the project; reduces product and process waste

Examples of agile principle and practices

The following examples help illustrate the application of agile principles and practices:

Early, measurable return on investment through defined, iterative delivery of product increments.
High visibility of project progress, allows early identification and resolution or monitoring of problems.
Continuous involvement of the customer through the product development cycle.
Empowerment of the business owner to make decisions needed to meet goals.
Adaptation to changing business needs, giving more influence over requirement changes.
Reduced product and process waste

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Agile and Market Opportunities

Worldwide, agile project management methods are being embraced by more and more organizations. PMI survey data reveal that most hiring managers think a certification in agile project management would be valuable to their firms. Moreover, practitioners believe that agile certification would be beneficial to their careers.

The PMI-ACP® was developed to help project management practitioners thrive in the challenges of globally-distributed teams, shifting requirements, and the need for rapid responses. It is meant for those with experience leading or working on agile project teams, and who have knowledge of a variety of agile approaches.

This PMI-ACP® certification recognizes knowledge of agile principles and practices across agile methodologies (including Scrum, Lean, Kanban, etc.), not simply limiting a practitioner to one agile approach. The certification can be used in a variety of roles, and any member of an agile team may be eligible to apply. It is also important to note that it can be used in a variety of projects and industries, not just in IT. Lastly, PMI-ACP® does not require PMI’s PMP® certification as a prerequisite.

The PMI-ACP® certification recognizes an individual’s expertise in using agile practices in their projects, while demonstrating their increased professional versatility through agile tools and techniques. In addition, the PMI-ACP® certification carries a higher level of professional credibility in project management as it requires a combination of agile training, experience working on agile projects, and an examination on agile principles, practices, tools, and techniques.

This global certification also supports individuals in meeting the needs of organizations that rely on project practitioners to apply a diversity of methods to their project management. It specifically validates a practitioner’s ability to understand and apply agile principles and practices.

PMI-ACP Certification Benefits

The PMI-ACP® certification delivers strong positive outcomes to practitioners. It is a certification that is more credible than other certifications that are based only on exams or training. This certification enables practitioners to:

demonstrate to employers their level of professionalism in agile principles, practices, tools, and techniques; and
increase their professional versatility in project management tools and techniques.

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The Agile Project Management Approach Read More »

Kanban is a way of thinking about and managing work that can bring discipline and focus on the way your team works. Kanban provides that clarity through this one concept: Visualize your workflow. Visualizing your workflow might sound like an overly simplistic solution, but it can truly work wonders on your team’s ability to work with clarity and purpose. By encouraging teams to identify, prioritize, and intentionally complete work items one at a time, Kanban can help combat the damaging effects of multitasking in a hyper-stimulated world. You do this by figuring out upfront what steps need to be taken on a piece of work and then doing them in that order. Sounds simple, right? But most of our processes are far from linear.

Think about the last project you completed, and the process it went through to go from To Do to Done – was it linear? Did it move smoothly through your process, or did it stop and start and backtrack? Did you finish it on time, or did it take you longer than expected?

Visualizing your workflow will help you define the steps in your team’s process, and refine your process steps to continue to cut out wasted effort, time, and activity.

KANBAN BOARDS AND CARDS

Now that you know the what of Kanban, let’s discuss the how. Kanban uses boards – Kanban boards – to represent your process, and cards to represent your work items. Every Kanban board reflects some version of this basic workflow: To do > Doing > Done

The first step to practising Kanban is to customize your board to accurately reflect your unique process. Here are some examples of different Kanban boards for a Marketing team, an IT operations team, and an HR department.

Marketing | Backlog > Planning/Research > Testing > Implementation > Analysis > Done

IT Operations | Incoming Request > Ready > In-Flight > Delivered

HR | To Do > Planning > Doing > Reviewing > Done

Then, you’ll want to populate your board with cards. Kanban cards represent tasks and serve as visual reminders
of what needs to get done, that you can physically move through your process as you go

FOUR PRINCIPLES OF KANBAN

A Kanban board gives a real-time snapshot of backlog and work in progress, making it easy to decipher what work needs to be done and when. While anyone can visualize tasks on a board, your team isn’t really practising Kanban unless you’re following these four principles.

Visualize All Work

In order to visualize work, a team must first map out their workflow and break it down into its core stages. Each lane in a Kanban board is then configured to match those stages or handoffs. As work items are initiated, they are made into cards and placed in the appropriate lane. By making the workflow visible in this way, teams can observe the flow of work as well as who is working on what. This visibility alone leads to increased communication and collaboration among team members. Mapping your process as a team is an important step in getting started with Kanban, with as a team being the key phrase. Working collaboratively with everyone on your team to define your process will help to ensure that the workflow you decide to map out on your Kanban board accurately reflects the way your team works. You might be surprised by how much you’ll learn about your process!

Focus On Flow

In addition to limiting work in progress, Kanban allows teams to focus on process flow in a more visual manner. Being able to see the process in action allows teams to identify elements of the process that may have gone unnoticed without the visual representation. For example, by assigning each card to a team member, managers can see who on the team is working at capacity and who could take on more work items. Other team members can also see who may need help with work items at any given time. They can also see where projects are getting held up in the process so that inefficiencies can be identified, and work together to regain a healthy flow of work through the system.

Limiting Work In Progress

One of the benefits of increased visibility, as discussed above, is having one shared view of work in progress. When teams have too many items in the Work in Process (WIP) lane, it can lead to task switching, which causes people to lose focus and confuse prioritization. Without a system to prioritize one task over another, everything feels urgent – making you far more likely to engage in multitasking. All too often, we feel as though we have to be available at all times so that we don’t miss anything – we have to have Slack notifications, email notifications, etc. that follow us everywhere we go. Kanban can help us to minimize distractions by providing a system by which we can prioritize work. When an unplanned work request comes in, as a team, you can look at your board and say, “We’re working on finishing task A right now, but then we will have capacity to help you with task B. We will reach out to you when we are ready to help with task B.” By simply implementing a limit to the amount of work in progress at any given time, you can reduce the time it takes for a work item to move through your team’s process. Furthermore, teams and managers can easily identify bottlenecks and queues that may be slowing down the process or preventing the team from working as efficiently as possible. Not only can this improve the quality of the end product, but it can help teams save significant time and resources overall.

Practice Continuous Improvement

Yes – it’s true that the goal of continuous improvement is to help teams improve, continuously. But in the context of Kanban, continuous improvement is far more than that. It refers to the operationalization of improvement activity within an organization: The shared mindset and set of practices that, when done consistently, promote data-driven analysis and effective process improvement, and encourage innovation and growth across the organization. This doesn’t happen on day one of practicing Kanban – it’s the product of Kanban maturity. In order to practice true continuous improvement, organizations need to first master other key elements of Kanban: Namely, increasing visibility, actively managing flow, and using Lean metrics to measure your progress. Through these steps, you can unlock the power of continuous improvement.

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Congratulation, you’ve been appointed as a manager either for the first time, or for the first time at this level. You’re likely to be responsible for managing a team of up to 15 people, either in a company you already work for, or in a new organization. This is obviously very exciting for you though you may feel somewhat daunted at the prospect especially if you were previously a member of the team and now the manager.

However, provided you follow a few basic rules there is no reason why such fears shouldn’t be easily overcome and your new role will give you excellent scope to stretch your wings and fulfill your potential. This action list is intended to give you these basic rules and help to smooth the path forward into this new phase of your working life.

BECOME A CERTIFIED STRATEGIC MANAGER

Research and Plan Your New Job.
First things first: if you’re moving to a new employer, find out everything possible about the company you’ll be working for the department or section you’ll be in, the job itself and anything else you can think of. Don’t prejudge what you’re going to find, and don’t be bound by what you’ve done before, or by how any of your previous employers operated. I’s also a good idea to find out a bit about your predecessor: why he or she left, what style they preferred, how people responded to that, what may need to be changed, and so on. (If you’re staying in the same company, you may know this already, but it’s worth doing some extra research.)
From all this information, try to form a least tentative plan in advance – it’s much harder to do this once you’re in the position. What do you want to achieve? How might you need to develop yourself to match the new demands? Reflect as honestly as you can on your strengths and weaknesses; how might you use your qualities and experience to the greatest advantage, and compensate for your limitations?
Engage with Your Team
Once you start your new job, make this your first priority. What is the purpose of your department, team or unit? What work is being done, how do things stand at present, what customer expectations need to be met? Get all your team members together as soon as possible to introduce yourself, and then arrange meetings with each of them individually. While keeping these meetings as friendly and informal as you can, allow a generous amount of time and plan some kind of framework for the discussion. Listen carefully to what people have to say, and get information about them as individuals. Most importantly, ask each person the question: what should I do or not do to help you perform your job effectively.
Plan some “Quick Wins”
Now is the time to plan a few targets that you can hit quickly and easily, which will help you to feel more at home and on top of things. Achieving these also eases the pressure you feel to perform and create a positive first impression, and begins the relationship-building process. Quick wins might include things like familiarizing yourself with systems or ways of working if you’re new to the company (for example, the internal e-mail system); setting up an early discussion with your line manager, arranging introductory meetings with suppliers or customers (external and internal), or even taking your team members to lunch.
Clarify What Expectations Others Have of You
You may be lucky enough to have been given a detailed job description but the chances are there are still large gaps in your understanding about the task and priorities, what is or isn’t acceptable in the new environment, and on what criteria you will be judged by your boss, peers, customers and others. Don’t be afraid to ask a lot of questions to clarify these issues and then be very honest with yourself. Can you meet these standards? If not, what might you need to do? Who could help and what might the price be?
Beware of “New Broom”
While you will evidently be eager to get going and to make your mark, it is important that you tread delicately – at least to start with. Don’t assume that your new team will welcome your style or your ideas with open arms, even if your predecessor was unpopular. They need to feel they can trust you and that you respect what they’ve been doing previously, before you can count on their support and cooperation. Above all, don’t depart too dramatically and quickly from established practice.
Show Your Commitment to Individual Development”
From your initial meetings with your team, you will know what their individual inspirations and hopes are for their jobs going forward. Follow up by setting a code of management practice that you tell all team members about and then follow it rigorously. This code might include commitment to assess training needs to hold regular team meetings and one-on-one sessions to set specific goals and to evaluate performance against these goals. Support this code by the way you yourself behave toward team member. Make a point of appreciating extra time and effort that people put in, listen closely to what they say and be generous in your praise of their good qualities or achievements. The point is by demonstrating to your team that you as their manager are on their side and will do everything in your power to support them, you will gain their trust and acceptance and the performance of the whole team will be greatly enhanced.
Lead By Example
An effective manager needs to be a role model so it almost goes without saying that you must be / set an example for how you want your team members to behave. Lead by involving people in establishing group objectives, setting standards, and achieving deadlines and demonstrate your own strong personal commitment to achieving the team’s goals. Set an example too by maintaining high standards in your appearance and general behavior and by establishing warm, friendly relationships
Take Stock Regularly
At the end of your first week, identify issues that need attention and make a plan for the following week. Get into the habit each week of setting aside time for review and planning. Don’t let your mistakes lead to self-doubt: everyone makes them, and good managers learn from them while bad ones repeat them. The pattern of behavior you set in your first three months will be extremely hard to change later.

BECOME A CERTIFIED STRATEGIC MANAGER

SUCCEEDING AS A NEW MANAGER Read More »

Your business won’t survive without customers, and you need to get across how much you value them. To communicate well externally, you need to have in place a clear, consistent internal communication strategy too. If you have a team of people working with you, let them know how they each contribute to your business’s success, and the way they interact with your customers is a key part of this.

Making it Happen

Communicate clearly

When a company changes its focus toward customer service, it is essential that everyone is involved. Change creates an atmosphere of uncertainty, so it is vital that everyone understands the important issues and feels that they can contribute to the success of the change. In an atmosphere of uncertainty, customer service levels can be affected.

Build Understanding

Organizational changes can have a significant impact on employees, suppliers and distributors-so it is vital that they are thoroughly briefed. Change can be a powerful positive factor rather than a cause for concern and change can demonstrate that a business is committed to improvement and progress.

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Encourage Commitment

Implementing a customer service policy requires commitment and involvement from all employees. Before implementing a program, it is sensible to find what the level of commitment is and to include staff in discussion. The most important part of the the process is the follow up. Too many employees believe views will be ignored.

Encourage Improvement

As far as possible, training should be offered to all staff to help them understand the importance of customer care A customer satisfaction guide could be issued, describing the most important elements of customer service and the standards which apply.

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Maintain Motivation

Motivation and award programs can help to maintain high levels of interest in the customer service program and to build a high level of commitment to the program’s success. Award programs that reward continued improvement in levels of customer satisfaction maintain momentum and give customer service program a high profile. They are therefore valuable in building team spirit and a commitment to excellence.

Provide a Vision

Clear visions and strong, motivating language focus attention on the importance of customer service programs. It is also essential that the program is led from the top. A key figure should be involved personally in every aspect of the programs – talking to groups of employees appearing in company intranet broadcasts and using every public relations opportunity to raise the profile of the program.

Develop Champions

The leader cannot achieve all the objectives alone, so it is essential that other people with influence can take on the role of supporting the message throughout the business. Management commentators often call these people “champions” their task is to build commitment and enthusiasm for change. They may be the very people who could undermine change if left out of the process.

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Develop Dialogue

The great advantage of the technological boom of the last decade is the ability to connect with individuals and groups in a way that is routine, targeted and convenient for all involved. Consider how you can use technology particularly websites, blogs and social networks-to connect with customers and provide great service.

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